The biographies and position statements for the 2015 IEEE Vice President, Publication Services and Products, are listed below.
Samir El-Ghazaly currently serves as the Director of the Division of Electrical, Communications and Cyber Systems at the National Science Foundation. He is also a Distinguished Professor in the Department of Electrical Engineering at University of Arkansas, AK, USA. He received his Ph.D. degree in Electrical Engineering in 1988 from The University of Texas at Austin, TX, USA. In 1988, he joined Arizona State University as an Assistant Professor in the Department of Electrical Engineering, where he became Associate Professor in 1993 and Professor in 1998. From 2002 to 2007, he was with The University of Tennessee, Knoxville, TN, USA, as Professor and the Head of Department of Electrical and Computer Engineering. He trained and worked at several universities and research centers including Cairo University; the Centre Hyperfrequences et Semiconducteurs at Université de Lille I in France; NASA’s Jet Propulsion Lab, Pasadena, CA, USA; CST-Motorola; iemn, Université de Lille, France; and the Swiss Federal Research Institute (ETH).
Activities | Committees/Boards:
(Not a complete list)
For more than 25 years, I have been an active participant and contributor to the area of publications at all levels:
On the conference side, I organized and chaired local conferences and workshops, worked in many committees with numerous responsibilities in national and international conferences. Moreover, I served as the General Chair for the MTT-S’ main conference, which is one of the largest, if not the largest, IEEE single conference (2001 International Microwave Symposium, about 11,000 attendees).
The above listed activities and many years of volunteer service with IEEE provide me with:
Publishing and providing its members with the most reliable and up-to-date technical information have been the most valuable service IEEE provides to its members and the humanity at large. Over many decades of its operation, IEEE has streamlined and optimized the publication process, production, and marketing. Also, IEEE achieved the right balance and distribution of responsibilities between staff and volunteers. Thus, IEEE is well positioned to continue to be the leader in filtering (screening) and disseminating technical information in its field. In spite of this rosy picture, the world keeps evolving and so does the role of technical societies. For instance, on the publication side, there is continuous shift from printed paper to electronic media; there is a need and opportunity to incorporate additional material and links in publications beyond the traditional text and graphs; readers are shifting allegiance from traditional journals and search for articles of interest regardless of the publishing source (and adjusting to the reliability of the publishing organization); more authors desire to have their manuscripts openly accessible to all readers; other publishing organizations initiating journals and competing for intellectual property in IEEE’s domain; governments issuing policies mandating open access to results generated from public-funded research; the need to package IEEE products competitively and yet cost effectively; and the challenge to respond and adapt to all these changes without causing authors or volunteer fatigue, increasing expenses or staff time and being ahead of the curve in its preparedness for the next change. Hence, IEEE must continuously assess its practices and adapt to the evolving and advancing world. These challenges represent opportunities for IEEE to review its operation and business model and rejuvenate itself. Over the years, IEEE has demonstrated the ability to be resourceful and nimble. Its development of IEEE Xplore, packaging its products and initiating IEEE Access and are just examples of correct and timely actions developed and implemented to adjust to the dynamic world. If elected, I will work with IEEE Staff and volunteers to assess the status of existing IEEE products, identify adjustments and changes necessary to maintain IEEE leadership in the field, hold strategic forums to anticipate future changes and work with the various OUs to position IEEE to not only take advantage of them, but to exploit them to expand our leadership. I strongly believe that the leadership of IEEE is inseparable for the advancement of the profession of electrical and computer engineering with all the benefits this brings to humanity all over the world.
Sheila S. Hemami (S’89–M’95–SM’03-F'09) received the B.S. degree in electrical engineering from the University of Michigan, MI, USA (1990), and the M.S. and Ph.D. degrees in electrical engineering from Stanford University, CA, USA (1992 and 1994, respectively). She was with Hewlett-Packard Laboratories in 1994. From 1995-2013, she was with the School of Electrical and Computer Engineering, Cornell University in Ithaca, NY, USA, where she most recently held the positions of Professor, Director of the Visual Communications Lab, and Associate Director of the School. Since 2013, she has been Professor and Chair of the Department of Electrical & Computer Engineering, Northeastern University in Boston, MA, USA. She has held visiting positions at Universite de Nantes; Ecole Polytechnique Federale de Lausanne; Princeton; Rice; and in 2001, she held a Fulbright Distinguished Lectureship at the Faculte de Sciences, Rabat, Morocco. Her research interests comprise communication of visual information, from the perspectives of both signal processing and psychophysics.
Activities | Committees/Boards:
IEEE PSPB Strategic Planning Committee Member (2011-present); IEEE PSPB Strategic Planning Committee Chair (2013, 2014); IEEE PSPB Products and Services Committee (2012, 2014); IEEE PSPB Nominations & Appointments Committee (2013); IEEE New Initiatives Committee (2014)
Activities | Societies:
IEEE Signal Processing Society Board of Governors Member at Large (2009-11); Signal Processing Society Distinguished Lecturer (2010-11); Chair, IEEE Signal Processing Society Image and Multidimensional Signal Processing Technical Committee [now Image, Video, and Multidimensional Signal Processing] (2006-07); member October 2001-2009; Editor-in-Chief, IEEE Transactions on Multimedia (2008-10)
Activities | Conferences:
Technical Program co-chair, IEEE International Conference on Image Processing, 2012; General co-chair, SPS IVMSP Workshop 2011, "Perception and Visual Signal Processing" Special Sessions co-chair, IEEE International Conference on Image Processing, 2009; Publicity Chair, IEEE International Conference on Image Processing, 2002
While Editor-in-Chief of the IEEE Transactions on Multimedia, I developed an Associate Editor Training module for the Signal Processing Society. The goal was to provide AEs with best practices in an interactive forum that encouraged both questions and discussion. The session included 3-4 associate editors and a moderator in a panel discussion for AEs, and was run yearly at the SPS's large yearly conference ICASSP and also at ICIP. Nearly 80 AEs participated in 2009 & 2010, with 80% rating the module as "extremely helpful" or "very helpful." As Editor-in-Chief of the Transactions on Multimedia, I inherited a journal with poor paper handling, many disenfranchised authors, and a lack of procedure and policies for both AEs and for awards. Implemented clear guidelines for paper handling and made myself available to the AEs as a resource; personally contacted authors and managed papers that had been poorly handled; and created an awards process that emphasized transparency, fairness, and integrity. Clear communication with and developing a team-based attitude within the editorial board substantially improved paper handling and author satisfaction. I set a target of first reviews back to authors at 6 weeks and over the 3 year period we moved from a 12 week average time to 6.5. While chair of the SPS Image & Multidimensional DSP Technical Committee in 2006, I developed guidelines for technical co-sponsorship of conferences and workshops for the SPS, to ensure that uniform standards for quality were applied to all entities seeking technical co-sponsorship. These guidelines currently represent SPS's policy and are in practice today. My first PSPB SPC meeting as chair in April 2013 was a substantial change from the previous 2 years of meetings; the weekend was a strategic planning exercise facilitated (excellently) by John Keaton with the goal of thinking outside of the current IEEE publications-based business models and developing a 10-year vision for the IEEE. An important core value emerged from this meeting: first and foremost, the IEEE is a technical community first and a publisher second. Endorsement of this value by the committee provided the necessary impulse to move the Professional Productivity and Collaboration Tool rapidly forward in 2013 with our now target launch of first quarter 2015. As technical program co-chair of IEEE ICIP 2012, my co-chair Gaurav Sharma and I implemented substantial improvements to the review process (we received approximately 2400 submissions and ensured that each paper received at least 3 reviews). Specifically, based on feedback we had received in our volunteer roles with SPS conferences in previous years, we implemented (1) a reviewer feedback mechanism, by which authors could respond to reviewers on both technical comments and on the usefulness of the review; (2) a reviewer scoring system, by which area chairs rated reviews in terms of the quality of the written justifications and accuracy of the scores; (3) a results-to-reviewers feedback mechanism by which reviewers received information about the ultimate decisions on the papers they reviewed. The feedback we received from the community was extremely positive.
From the production side of the publications process, my experiences with IEEE publications are as an author (20 years of experience), reviewer (20 years), associate editor (6 years), editor-in-chief (3 years), and end user (23 years), and I will bring my experience in these roles to the position. I am also a professional educator and have to regularly develop new material and ways of marketing it to my students, and therefore I understand the need to adapt to new media and technologies to continue to serve my constituency. From the business side of publications, my experience on PSPB, PSPBSPC, and PSPB PSC have given me a multi-dimensional perspective on IEEE publications issues, from an operational view (PSPB), an aspirational view (SPC), and from a practical view (PSC). As a leader, I am a consensus builder and I value and solicit the viewpoints and participation of all stakeholders; I will seek out the input of others if they do not actively offer it. However, I also am decisive and once a decision has been made I am very action-oriented in developing an efficient and feasible implementation plan and in moving forward. I am also data-driven and base decisions on rational thought and facts. I have experience driving institutional change at my former institution, Cornell University, where I led a 5-year $4MNSF-funded ADVANCE grant toward recruitment, retention, and advancement into leadership positions of women faculty in the sciences and engineering. The grant implemented significant changes in approaches to these goals and the programming that it created has now been institutionalized into the university as normal operating procedure.
IEEE should be the one-stop shopping point for not only the technical community but also the general public on technology questions. This involves (1) broadening our technical community via providing value-added services, including but not limited to member use/access to IEEE Xplore content; (2) outreach to the general public. Google indexes; we have the community and the content. Elsevier publishes; we have the community. The community is the resource that both provides our content and maintains itself. Moving toward this end, the IEEE needs to understand and develop radical new business models that go substantially beyond relying on big-ticket IEL subscriptions. These models must incorporate open access, they must be targeted to drawing in new technical communities that are outside our classical realm (an excellent example of such anon-standard the open source software community), and they must be member-centric and designed to provide value and services. Specific strategies that are required to move us toward these goals include: